The first imperative is to deliberately, consciously wean the organization from excessive control, the methods most executives learned and practice in their profession. The late Peter Drucker explained, “Because the modern organization consists of knowledge specialists, it has to be an organization of equals, of colleagues and associates. No knowledge ranks higher than another; each is judged by its contribution to the common task rather than by any inherent superiority or inferiority. Therefore, the modern organization cannot be an organization of boss and subordinate. It must be organized as a team.”
The urgency of shedding authoritarian control in business received attention at the first of the year with the release of a Conference Board survey that found only 45 percent of Americans are satisfied with their work, the lowest level recorded in more than 22 years of studying the issue.
Judy Estrin, an expert on innovation, contends, “America has lost the core values that were the catalysts of its success. We can-and must-regain our momentum, adapt to a new reality, and restore our culture of innovation and commitment to science at all levels.” She concludes with this challenge, “Sustainable innovation will require sweeping changes at all levels of society-from the schoolroom and the playground, to the boardroom and executive suites, to the hallways of our nation’s capitol.”
Author and consultant Edward E. Gordon, in his new book Winning the Global Talent Showdown, makes the point that the world will soon be facing a “huge talent shortage”. He advocates innovative partnerships in which local governments, schools, businesses, labor unions, parents, training organizations, community activists, and others collaborate to develop completely new approaches to education.
Another issue is raised by Columbia University professor Alan Brinkley. He writes, “Our society could not survive without scientific and technological knowledge. But we would be equally impoverished without humanistic knowledge as well. Science and technology teach us what we can do. Humanistic thinking can help us understand what we should do.”
Ray Kurzweil, scientist, inventor, and futurist, offers this perspective: “People often go through three stages in considering the impact of future technology: awe and wonderment at its potential to overcome age-old problems; then a sense of dread at a new set of grave dangers that accompany these novel technologies; followed finally by the realization that the only viable and responsible path is to set a careful course that can realize the benefits while managing the dangers.”